Your teams are equipped. The gap is the operating model they're working inside.

Most life science commercial teams are running faster on a playbook not designed for today. The people are capable. The training is robust. The intent is real. What is missing is an operating model designed for how the industry should work now. 

What the evidence says.
In 2024, McKinsey surveyed 50 global life sciences leaders. Only one in five said their current operating model enables timely decision-making. Thirty-seven of the fifty planned to pursue simplification within twelve months.
Between 2016 and 2022, the average employee moved from absorbing two planned enterprise changes a year to ten, while willingness to support them dropped from 74% to 43%. The volume grew. The appetite collapsed. Both happened inside operating models that were not redesigned for either.
Across industries, 54% of organisations now report needing meaningful reinvention every three years or less. The research on growth stalls is unambiguous: once a significant stall occurs, fewer than one in ten organisations ever recover their previous trajectory. The organisations that evolve while performing are the ones that stay ahead. The rest adjust only when internal pressure makes it unavoidable, activating a playbook not designed for agility.

What we do.
Divergent Consulting is a specialist life sciences reinvention partner, working with commercial leadership teams across Asia Pacific since 2016. We close the gap between being prepared for change and actually working differently, through our practical framework that integrates three disciplines: Thrive. Strengthen focus, creativity, and capacity Adapt. strategies that adjust early and measure customer value, not internal activity. Augment, AI used where it improves thinking and execution, not just productivity. 
We build capability, not dependency. Average client tenure: four years.

Contact. Tania Rowland, tania@divergentconsulting.nz | divergentconsulting.nz

Divergent Consulting

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